Description of key impacts, risks and opportunities. Organisation should provide two concise narrative sections on key impacts, risks and opportunities. Section 1 should focus on organisation's key impacts on sustainability and effects on stakeholders, including rights as defined by national laws and relevant internationally agreed standards. This should take into account the range of reasonable expectations and interests of the organisation’s stakeholders. Section 2 should focus on impact of sustainability trends, risks and opportunities on long-term prospects and financial performance of the organisation. Should concentrate specifically on information relevant to financial stakeholders or that could become so in the future.

State any specific limitations on the scope or boundary of the report.

Not reported

3.8

Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities that can significantly affect comparability from period to period and/or between organisations.

Not reported – data is for wholly-owned WPP companies only

3.9

Data measurement techniques and the bases of calculations, including assumptions and techniques underlying estimations applied to the compilation of the indicators and other information in the report.

Table identifying the location of the Standard disclosures in the report.

This table

Assurance

3.13

Policy and current practice with regard to seeking external assurance for the report. If not included in the assurance report accompanying the sustainability report, explain the scope and basis of any external assurance provided. Also explain the relationship between the reporting organisation and the assurance provider.

The report is not currently externally assured.

Governance, Commitments and Engagement

Governance

4.1

Governance structure of the organisation, including committees under the highest governance body responsible for specific tasks, such as setting strategy or organisational oversight.

Linkage between compensation for members of the highest governance body, senior managers, and executives (including departure arrangements) and the organisation’s performance (including social & environmental performance.

Process for determining the composition,qualifications, and expertise of the members of the highest governance body and its committees, including any consideration of gender and other indicators of diversity.

Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental and social performance, and the status of their implementation.Explain the degree to which these:

Are applied across the organisation in different regions and departments/units; and

Procedures of the highest governance body for overseeing the organisation’s identification and management of economic, environmental and social performance, including relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct, and principles. Include frequency with which the highest governance body assesses sustainability performance.

Externally developed economic, environmental, and social charters, principles or other initiatives to which the organisation subscribes or endorses.Include date of adoption, countries/operations where applied and the range of stakeholders involved in the development. Differentiate between non-binding, voluntary initiatives and those with which the organisation has an obligation to comply.

Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group.E.g. surveys, focus groups, community panels, corporate advisory panels, written communication, management/union structures and other vehicles. Say whether any engagement was undertaken specifically as part of the report preparation process.

Provide a concise disclosure on the management approach items outlined below with reference to the following labour aspects; employment, labour/management relations, occupational health and safety, training and education and diversity and equal opportunity.The ILO Tripartite Declaration Concerning Multinational Enterprises and Social Policy and the OECD Guidelines for Multinational Enterprises should be primary reference points

Operations identified in which the right to exercise freedom of association and collective bargaining may be at significant risk, and actions taken to support these rights.

Not reported

HR6

Core

Operations identified as having a significant risk for incidents of child labour, and measures taken to contribute to the elimination of forced or compulsory labour.

Not material – as a professional services business WPP does not have any operations at significant risk for incidents of child labourHowever our commitment to freedom from forced and child labour is communicated in our CR policy and Code of Business Conduct.Code of Conduct,CR policy

HR7

Core

Operations identified as having significant risk for incidents of forced or compulsory labour, and measures to contribute to the elimination of forced or compulsory labour.

Not material – as a professional services business WPP does not have any operations at significant risk of forced or compulsory labourHowever our commitment to freedom from forced and child labour is communicated in our CR policy and Code of Business Conduct.Code of Conduct,CR policy

HR8

Additional

Percentage of security personnel trained in the organisation’s policies or procedures concerning aspects of human rights that are relevant to operations.

Not material

HR9

Additional

Total number of incidents of violations involving rights of indigenous people and actions taken.

Not material

Provide a concise disclosure on the management approach items outlined below with reference to the following society aspects; community, corruption, public policy, anti-competitive behaviour and compliance

Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with laws and regulations.

Not reported

Provide a concise disclosure on the management approach items outlined below with reference to the following society aspects; customer health and safety, product and service labelling, marketing communications, customer privacy and compliance